What constitutes Effective Networking?

Networking is probably the most overused buzz word in business today (possibly along with Talent Management), but what exactly defines quality or effective networking, versus just wasting your time?

I was speaking with some college seniors recently and asked them if they would describe themselves as good networkers, and if so, why?

Nearly the entire group answered emphatically that they were indeed very strong and active networkers. This didn’t shock me, but I was a little surprised that the nearly unanimous reason as to why they identified themselves in this way had to do almost entirely with the number of ‘friends’ they had on their Facebook page.

So, is this the measure of an effective networker?

By any business professional’s measure the obvious answer is no, but it brings to the forefront an interesting issue. Many recruiters, as well as a significant number of job seekers, will categorize themselves as diehard networkers, based on raw numbers of contacts.

A better measuring stick might be how many people within their vertical market they have contact with, and how many of those are active network partners. Like any one sided relationship, a situation where one person asks for help and is then ignored by the other  is not a true networking relationship; it’s simply a waste of energy, resource, and time.

True networkers take time to develop relationships with people who can help them. That means if you’re a recruiter in the IT field, you look for ways to connect with IT professionals, whether it’s via social media, industry associations, training seminars, or even over coffee.  Once established, these relationships require periodic attention. This might be a short note congratulating them on a promotion, or a birthday congratulations,  or even just an offer to have coffee every 2-3 months.

I always make a point to ask my network partners if there is anything I can do to help them or perhaps even someone in their family. As a result, I’ve been asked to conduct mock interviews with a lot of recent college graduates and to do career counseling for out of work spouses and family members. You can imagine the response I get from these people when I ask them for help finding a candidate. They can’t do enough to help out.

And that quality, not quantity, is the true measure of any strong networker. With this in mind, ask yourself if you are indeed the strong networker that you can and should be?

What type of Recruiter do you need?

As 2011 progresses, it becomes apparent that there has been an ongoing shift in the recruiting world over the past 3-5 years, and that shift is most likely far from completing it’s evolution.

Just a few years ago there were a number of different search firms, from contingency to modified retainer, to fully retained. There also seemed to be enough business around to provide clients, jobs, and revenue to all of the firms in the market, not matter the size, scope, or success rate.

Then came the downward business and economic trends of 2007-2008, which spiraled wildly into what was for most businesses a devastating 2009. Along with the loss of jobs and income in the general market place was a similar, if not completely parallel loss in jobs for the recruiting firms in the country.

So what’s happened since then? Well, thankfully many businesses have been able to turn the corner and return to profitability, even if not at the pre-2009 levels, but what of recruiters? One surprising thing that draws attention is the increase in search firms. This is probably due in part to unemployed HR professionals becoming consultants and adding ‘recruiter’ to their available services.

This proliferation has added to the general confusion in the business community as to who to utilize when there’s a recruiting need, and there is increasing need as businesses recover and some expand and the available top tier talent gets gobbled up. The answer to this for many companies is to return to safe harbor, ie; go to the firm they last used or know best. While this is a convenient short term solution, there can be large dividends to an organization that chooses a firm that is right for their needs, especially in terms of finding the most qualified candidates for specific jobs/locations.

So who is the winner in this new economy amongst recruiting firms? It seems clear that the larger, more well capitalized search firms are gaining market share, mostly by offering companies large discounts based on volume, and their belief that more assignments on a contingency basis with lower margins will yield better long term profits.

 

So as an employer seeking outside help, what can you do to pick the right firm for you?

 

Determine what your needs are.

Is your search and/or industry highly specialized, and if so, are there firms who have the narrow but deep focus that you need?

 

Decide what you want to pay 

Are you looking for someone to do all of the work, from sourcing, to references, to salary negotiation? Or do you simply need someone to source some potential candidates and you’ll take it from there? Are you willing to pay something up front or do you just want to see who’s out there, before paying anything.

 

Are you interested in partnering or do you just want resumes?

This will be one of the hot points in the next couple of years. After the job market stabilizes, and as more baby boomers leave the job market (many from critical positions), companies will be left with openings for highly valued spots that can’t be easily filled. At that time, it may be advantageous to cultivate a relationship with a recruiting firm that will partner with you over the long term, rather than simply act as a vendor.

Improve your Recruiting efficiency with 4 ‘Tips for Success’

1. Develop a Pre-Search Checklist

 

A. Meet with the Hiring Manager

B. Determine where you will begin your search

C. Establish a timeline

D. Write or re-write the job advertisement

E. Post ads in appropriate media and send inquiries to your primary network

Develop a Bullpen of candidates

A. Utilize past applicants

B. References for similar hires make great candidates

C. Social Media

D. Industry Associations

E. Start or join a blog

Prioritize your activities

A. Triage your job list

B. Develop a timeline for sourcing, interviewing, and references

C. Don’t get stuck on one search or candidate

D. Communicate regularly with Hiring Manager

E. Know when to outsource

Gain Management Buy-In

A. Meet with Hiring Manager – Find out who he/she will hire

B. Review Job Advertisement – Will it attract candidates?

C. Know your process – Cover each step and gain agreement

D. Follow up meeting with email to confirm process

E. Communicate progress with hiring manager regularly

Recruiting is not for Dummies!

(Reprinted with permission,  from 2011 Maine HR Convention presentation)

So you’re a recruiter in a tough business climate, but rather than patting you on the back for your efforts your boss thinks you’ve got the easiest job around. Why is that?!

Well, think of it from your bosses perspective. I mean, come on; There are reports that say for every job opening, there are often in excess of 100 applicants. So how could you – a recruiter – be finding it difficult to find great people?

 The reality is this:   Although there are more people in the job market today than three years ago – and there are a lot more – there aren’t necessarily more quality people out there. And without question, the ratio of qualified job seekers to unqualified ones is significantly lower. Think about it for a minute; Highly qualified people are sought after for the very reason that there aren’t many of them – ever, and the increase in unemployment over the past few years is largely comprised of people who are something less than ‘highly qualified’. Those who are un-expendable are rarely out of work, and when they are jobless, they’re certainly not in the job marketplace for long.

Add to this the fact that many HR departments have downsized significantly. The perception of HR and recruiters from some in senior management is that their job consists of shuffling paperwork and giving upset employees a shoulder to cry on. The reality is that you’re now expected to do more with fewer resources.

It’s all a case of subtraction by addition, meaning available time for recruiting is lessened by the addition of new regulations,  new compliance issues, and new mandated benefit changes, all of which sap time and energy from the recruiting part of your job. And of course, this is occurring while recruiting now has the perception that it is much easier due to the economy.

There are several issues in todays recruiting world, but here are some of the more common ones:

1. Too many people are applying for the too few jobs that appear, which clogs the sourcing and assessment part of the process.
2. Too few of those applying are actually quality candidates. Many unemployed professionals have taken to sending their resumes to any position that contains a particular key word. Thus, an unemployed Bank VP may be applying for ‘executive assistant’ positions due to the keyword ‘executive’.
3. Recruiters are often HR generalists or managers who (due to downsizing) now have additional responsibilities that eat up time that should be spent on job searches.
4. Recruiters are perceived to have a much easier time filling vacancies due to the high unemployment rate and the subsequent increase in applicants for open positions.

Most of these issues, as well as others, can be at least minimized through some preparation both on the search process itself, as well as on the internal hiring process.

Pre-Search Preparation:   5 essential steps to streamline your search process…

1. Meet with the Hiring Manager:

How often have you received an email from a manager within your company stating that there is a need for a position to be filled, with little to no description of the position, no background, and of course the position needs to be filled, ‘today’.

You need to discuss the job requirements, compensation range, and experience needed of course. But this is also the time to find out any special issues – For instance, is a particular skill set of greater importance than others? Is a certain job experience absolutely necessary? Where on the comp range do you really want to be? Is there a personality type that will mesh best with both the manager and the team?

The answer to these questions will be hugely helpful in selecting the candidate who is truly the best fit for the position in mind and as importantly, someone the hiring manager will actually hire. This meeting will also give you a great opportunity to reinforce your search process. Cover the expected timeline, from sourcing candidates to interview schedule and hopeful hiring date, and obtain the hiring manager’s approval for this process. Let him/her take ownership of it!

1. Establish a Timeline:  The timeline involves several items.

1. Sourcing – How long will it take to surface qualified candidates?
2. Interviews – How many interviews will there be, who will conduct them, and when will they take place (keep in mind holidays and vacations). Momentum is critical here!
3. Outsourcing – When will this take place, if at all? You need to set the time in advance.
4. Offer & Acceptance – This should not be time consuming, but you should be aware of and prepared for any negotiation and/or counter-offers.

1. Write or re-write the job description and the ad you will post for the position:

Job descriptions contain every possible function of the position, and typically spell out even the most mundane of requirements. Due to time and space requirements, listing all of this information in an ad is not only unnecessary, it’s usually detrimental.

Remember that the goal of the job ad you post is to attract qualified candidates. With that in mind, you should ask yourself (and perhaps some others), ‘Does this ad make me want to respond or to find out more information?’ Or, is it so crammed with minutiae, that even you find yourself skimming through it?

Any job ad you post should be direct, hopefully catchy in some way, and spell out the position and the requirements of a qualified candidate in a concise manner. If your organization is trying to promote it’s brand, this is also a good place to begin that as well.

1. Determine where you will begin your search. You should have a working knowledge of association websites, industry media, company intranet, social media (LinkedIn, Facebook, Twitter, etc.) and your own professional network, and be ready to get the word out asap. Think of this stage of the search as a fishing expedition, and you’re about to cast a net. You will want to make your initial cast into the area with the highest potential for a catch, typically local and in your specific industry. If this doesn’t meet with success within your timeline (see #2 above) however, be prepared to search/cast further away, both geographically, and industry-wise as well.
2. Post your job ad in appropriate media and begin networking with your primary contacts. This is really the action phase of the search, however it’s imperative that once you’ve accomplished the other items on your pre-search list that you know how and where you’re going on the active phase. If you’ve done all of your homework and prepared properly, you should find that your searches not only achieve better success; you will hopefully find your life as a recruiter is also significantly reduced in stress.

Is recruiting Becoming More Difficult?

Ask this question of recruiters and you’ll get a resounding (and frustrated) yes; but ask the same thing of hiring managers and many will say no, and they are ready to point out the reasons why.

Aren’t there plenty of unemployed people looking for work?

While it’s true there are a lot of people looking for work, that doesn’t necessarily mean your job searches are going to be easier. If you’re looking for a specific skill set and level of experience, it’s likely that the person you seek is either not actively out there, or they are being obscured by the large number of others looking for jobs.

Doesn’t that expensive software do most of the work?

This comment is heard more frequently lately and typically referrs to an applicant tracking software suite, and it’s something that bears looking at. Many larger corporations have purchased software that promises to identify, track, and manage your searches. But, just like the promise of a ‘paperless society’ that was made 35 years ago, the reality has yet to catch up with the promise. Still, there is much more that the software can do if utilized to it’s fullest. The short answer here is that software can help, but recruiting will always be a people based activity at it’s core.

Don’t you have more time to work on these searches?

This too,  is often a reference by management to the purchase of software that promised to ‘save time’ for the organization generally, and recruiters specifically. It’s understandable since senior management has just spent a lot of money on these packages and are looking for ROI from day one. The reality here is that some searches are in fact easier today due to larger numbers of applicants coupled with new tracking software, but keep in mind that these are typically the lower level jobs. These gains have largely been negated however, due to new demands  placed on recruiters. Many recruiters are HR generalists, and with new regulations and compliance issues, not to mention the huge questions surrounding healthcare changes present and future, they have been given additional tasks and responsibilities. The net result is that recruiters are busier than ever, but unfortunately their focus is now spread among several managers and responsibilities, which clearly discourages recruiting productivity.

What do you mean I have to participate in the process?

Hiring managers, with rare exceptions, are not recruiters. Their perspective on the process of recruiting ranges from eager participant, to feeling that they are above the recruiting process, apathy, or on occasion outright denial of any role. It seems sometimes, as though there is an expectation that there is a limitless supply of perfect candidates that can be plucked from a candidate tree. The tough answer to this issue for recruiters is that you must take on the responsibility of gaining management buy-in for your recruitment process. Cover it at meetings, ask for compliance, make it their plan – not yours, and reinforce this with every new job search. Eventually, your managers will follow the script, see the increased results, and probably end up bragging about ‘their’ new paradigm!

 

Are You Hiring The Wrong Candidate?

There are parts of the recruiting process that are easier to understand than others. For instance, if a particular position requires someone who speaks fluent French, understands Lean manufacturing processes, or has direct experience selling a specific product, almost anyone can select a qualified candidate based on just these skills.

But what if the traits that will define a successful candidate are more subtle, or even unknown to the recruiter?

There are 5 things you must keep at the front of your thoughts throughout the recruitment process in order to pick the proper candidates from the (sometimes) crowded pool of possibles.

1.  Find out exactly who your hiring manager wants: Sit down before each search and spend 10 minutes finding out their top ‘must haves’ and their ‘really would likes’. Also ask, what would be an unacceptable candidate?

2.  Specify those skill sets in your job postings. There’s no need to spell out every little skill necessary or wanted for the position, in fact too many details make it harder for applicants to determine what’s important. Make it easy for them, and list the top 4-5 skills that they MUST HAVE.

3.  Probe for details during your interviews. Once you know what the successful candidate must have for experience or skills, go after that information. Push for details on what the candidates role was when they state,  “I led Project A from start to finish.” What does that mean? What specifically was their role? What were the issues faced? What did they do to overcome obstacles? Why? How?

4.  Ask references about the specifics that are imperative to success in this position. Most references are only too happy to tell you that ‘Bob was a great guy’. Go after the things that matter in this position. If critical thinking and creative problem solving are big, then ask something like, “Can you give me an example of Bob’s creativity when trying to solve a problem while working on a project with you?”

5.  Coach the top candidates on what the hiring manager is looking for. Never forget that most hiring managers are not professional recruiters, and may not be good at it at all. Sometimes they feel the need to be friends with a candidate, or to be imposing, and in both cases never get around to asking the pertinent questions. They then pass on the candidate, stating that he/she just didn’t seem to have the correct knowledge, skills, or experience. Know your hiring manager, and share that knowledge with the top candidates. Let them know that they should talk about their experience with ‘X’ and ‘Y’. Tell them that the hiring manager likes people who get right to the issue and are not too chatty. Remember, you have the skills to properly source great candidates, and you want to make sure those candidates are not wasted.

 

If you follow these simple guidelines, you will find that you’re able to discern the  correct candidates from the ones who either can’t do the job or won’t be hired by the hiring manager. You’ll also be able to get the details as to why they are the right person for the job and use that information to put the candidate and the hiring manager together on the same page.

 

Ten Tips for job seeker survival…

1.Stay positive:

This is a lot easier said than done. If you’re involuntarily out of work, and have been seeking gainful employment, the process gets more difficult as the days and weeks turn into months without success.

2.Stay fit:

This includes mental as well as physical fitness. Too many people waste the free time that’s suddenly become a part of their daily routine and find themselves watching tv and snacking. Use this time to take up a hobby like jogging or bicycling to exercise your body, and do a sudoku or crossword daily to keep your mind sharp.

3.Develop a routine and follow it:

Everyone craves a routine and a job search is no different. Once you have a routine down it will be much easier to follow your plan, and tougher to stray off the path.

4.Map out your plan:

Whether you seek professional advice and counsel from an outplacement firm or career coach, you will need a plan in place. The biggest problem most professionals have in their job search isn’t that they don’t have a plan, it’s that they don’t follow it.

5.Be creative:

Most job seekers stick with the tried and true methods of looking for employment (phone calls, emails, networking), but don’t think outside the box. Doing things like entering a road race because a noted industry manager is also running, in the hopes of chatting him/her up may not win you a job or even an interview.  You will, however,  be proving to yourself and potentially a hiring manager, just how hard you’re willing to work to achieve a result, and that’s never a bad thing.

6.Follow up:

This seems incredibly obvious, yet it is one of the most overlooked  steps in a job search. After every phone call and certainly after every interview, you need to send an email thanking your interviewer for their time, and leaving the door open for further contact.

7.Include everyone:

Most people tend to dismiss certain people from their job search. Whether it’s a family member, a former peer, or an old friend, job seekers frequently report leaving people out due to their (the job seeker) feelings of shame or fear due to the fact they are out of work, and may have been unemployed for some time. The answer to this lies in your own background. Have you ever had an old friend or work acquaintance call you and ask for help? Ever known someone who was looking for work and told your spouse how much you’d like to help them out if you had a chance? It’s likely that you’ve been on the other side of this in the past, and were pleased to assist when someone reached out to you for help. So don’t exclude people from your search – ask everyone who might be in a position to help.

8.Be focused:

It’s easy to lose focus when there is no time clock and no boss hanging over your shoulder asking when you’ll finish a particular project. Noted author Erma Bombeck used to say that she worked 8 hours every day, but only wrote for about 45 minutes! If you find you’re hopping up to go to the coffee shop, or walk the dog, or get a snack on a too regular basis, think about writing out a schedule. Or, ask a friend or spouse to act as a ‘boss’ and inquire as to your progress each day.

9.Be flexible:

You will likely have offers to interview with companies you don’t know, for positions you don’t like, before the right thing comes along, but don’t sit at home saying know with your arms crossed. Take these opportunities for what they are; positive reinforcement, and a great chance for you to practice your interview skills.

10.Do your homework:

When you do get an interview for a position, make sure you research the company. From a practical standpoint this only makes sense – if you’re going to work for someone, you should know what they do, how they do it, and how they’re regarded by the business community. From an interview perspective, you will only help yourself by knowing enough to ask the interviewer a knowledgeable question or two about their business.

Are Internal Hire’s good for companies?

This is a question that is being talked about a lot within both HR and business management in general.

The reason? In the rush to reduce layoffs and keep long term employees on the payroll during the latest economic downturn, job shifting has increased dramatically.

The results? Mixed at best, and that has many employers wondering if they made a mistake, essentially doing the wrong thing for the right reason.

So back to the question of whether internal hire’s are good for companies. The short  answer is yes, of course they are. They retain quality, engaged employees, while improving the bottom line, and garnishing some good publicity and good will at the same time.

The only reason there’s a discussion is that the practice has increased exponentially over the past 36 months, and there are more and more instances of someone being moved (for example from a role as a commercial bank loan administrator, to an HR business partner) with little regard for the persons skill set, experience, or interests. It’s simply a case of, “take this or we’ll have to let you go.”

When faced with such a choice, what person will not smile and step into the new role?

The problem isn’t the gameplan. Rather, it’s one of execution. Managers want to do the right thing for all parties, but emotions get in the way, outside factors outweigh the process, and a decision is made to move someone into a position that is not a good fit, sometimes to the detriment of the company as time goes on.

The answer to the dilemma is really quite simple: If there is an assessment/interview process in place, it must be followed, and if there is no such process, then one needs to be developed and instituted.

Each company should have it’s own policies and procedures, but some basics inherent in all organizations should include requiring all positions to be posted externally as well as internally, and handling all respondents in the same manner. Occasionally, if there are internal applicants expected, and it’s unknown whether they will be top candidates, it may be worth it to outsource at least the initial candidate vetting, in order to get an outside, unbiased view of the candidates viability. This will also help in removing personalities and relationships from the equation.

Internal hires are a good thing… If the candidate chosen for the position is the best qualified, taking all things into account. So make sure you do all you can to properly ascertain all applicants skills, experiences, and education before making any decision, and then rest easy knowing you’ve got the best person for the job, regardless of where they were most recently.

 

How important is your resume?

Career counselor’s and HR professionals don’t disagree that a resume is a vital first step in securing a professional position. The importance of that resume, and it’s content & appearance can vary greatly however, depending on the position, the industry, and the person.

 

Take for example an IT professional. The first thing a recruiter wants to see on an IT candidate’s resume is their skill set, because it will be the most important initial issue in determining if the person is a potential candidate.

 

Contrast this with a candidate for a grant writing position. Of paramount importance here might be the types of grants written previously, as well as the success rate of the candidate’s grant proposals.

 

In todays crowded job search arena, there is a strong desire to stand out from the crowd and throughout time some individuals attempt this through their resume, utilizing unusual shapes, different colored paper, or even unusual fonts in the body of the resume. While this does in fact stand out, most professional recruiters caution against it unless the position is one in which creativity and a flair for the dramatic are key ingredients to the job itself (as in a interior designer or creative art director). Think of it as showing up for a personal interview for a bank managers position wearing a powder blue tuxedo. You’ll stand out; but probably not in a good way.

 

Generally, resumes should be written in a clear, easily read font, should include personal contact information, as well as the following:

 

Job Experience:   This should be done chronologically beginning with your present or most recent job first and going backwards. Your position and dates employed (month/year) should be highlighted along with the company’s name, then a brief description of your job function should follow. If pertinent, 2-3 short bullets on accomplishments are a great way of showing what you’ve done, in addition to what your title was. If you’ve been working for 40 years it is probably not necessary to specify the entire time (unless there have only been 2-3 employers in that time). Instead, stick to the past 20 years or so.

 

Education:  Highlight your highest educational level first, along with school name and degree attained (ie: graduate school and degree first, followed by undergraduate school and degree). This is also the place to list out any outside course work, publications, etc.

 

Activities:  People often overlook activities, but adding in things like, skiing, hiking, fishing, church, will give a recruiter a potential common ground to explore, and those are the connections that will often have people remember you by in a positive manner.

 

One final word regarding either ‘objective’ or ‘accomplishments’ at the head of the resume. Objective is really a bit redundant in that your objective should be to gain a position exactly like the one you’re applying for, so there is no need to state that obvious fact. Accomplishments however, can be an area that you can group a few key things under that relate closely to the job description.

 

The key with a professional resume, particularly in a job market flooded with job seekers, is to write concisely, clearly, and on task. Stick with the facts and make sure your resume looks crisp and clean, and that is really all you can ask from it. The rest is up to you.

 

For the Job Seeker: 10 Golden Rules for Interview Success:

1. Enthusiasm sells - Remember this: When all else fails, enthusiasm can often save an interview that is headed for disaster.
2. Be aware of non verbal cues – How you present yourself can be as important as what you say. Watch your posture, maintain appropriate eye contact, use a firm handshake, and smile.
3. Communicate your ideas clearly – Don’t speak in circles or use jargon. Be clear and concise; say what you mean.
4. Give examples: Discussing what you have done is a powerful communication tool, rather than saying what you would do – the difference is huge, with the former sounding convincing and the latter sounding wishy washy or made up.
5. Follow up: Send an email thank you and ask for the next step.
6. Do your research: Know something about the company, it’s key management, and it’s direction. Show you’ve done your due diligence by asking intelligent questions.
7. Find common areas: Look around the office; Is the interviewer wearing a school ring; are there pictures of kids or activities? Mention your dog or hobbies in the pre-interview chat. Be aware of things you have in common.
8. Sell yourself: While everything you do is a part of this, try to tie your specific positives into the job requirements.
9. Be on time: There’s simply no excuse for being late – ever. However, if it happens, don’t give excuses other than to say it’s totally your fault and you appreciate the fact that it probably cost you the interview. Perhaps the interviewer will accept your apology and appreciate the guts it took.
10. Dress appropriately: Always try to wear something that fits in. If you’re applying for a construction position, wear clean jeans and work boots. If it’s a senior management position, wear your best suit. Remember that just as jeans and sweatshirt aren’t appropriate for the average workplace, neither is a $2000 suit a good match for many small, rural companies.